// MIKE HUK
Disruption is inevitable.
Failure doesn’t have to be.
I build the capabilities that keep essential services running.
My work comes down to one question:
Can an organization actually perform when disruption occurs?
THE PROBLEM
The plan isn't the capability.
⌲ A plan can guide people on what to do.
⌲ Capability determines whether they actually can.Capability is what remains when the plan meets reality.
⌲ KEEP ESSENTIAL WORK GOING
⌲ FULLY RECOVER OPERATIONS
⌲ STRENGTHEN CAPABILITIES
Resilience isn't simply about surviving disruption.
It's about continuing to operate through it.
WHAT I'M BUILDING
A practical approach to business continuity centred on capability -- not documentation.
Main Think Build Experience About
©2026 // mikehuk.com
// 01 THINK
Rethinking resilience.
Business continuity has traditionally focused on the quality, completeness, and compliance of its outputs -- risk assessments, business impact analysis, and continuity plans.I think the better question is:What can the organization actually do when the plan meets reality?
That distinction changes how preparedness should be designed, measured and continuously improved.
What is a Capability?
// 01WHAT YOU HAVE >⌲ Personnel
⌲ Systems
⌲ Technology
⌲ Information
⌲ Facilities
⌲ Equipment
⌲ 3rd Parties
// 02WHAT TO DO >⌲ Plans
⌲ Processes
⌲ Procedures
⌲ Strategies
⌲ Activities
// 03HOW TO DO IT >⌲ Knowledge
⌲ Skills
⌲ Experience
⌲ Decision-making
───────────────►
CONTINUOUSLY IMPROVE CAPABILITY
Test reality.
Discussion has value. But preparedness can't live entirely in a meeting room.The real test is what happens when people, processes and technology have to perform under pressure.
Don't just exercise the plan.
Exercise the capability.
MEASURE CAPABILITY
If capability can't be seen, it can't be improved.Resilience should be measurable, testable and continuously improving.
CAPABILITY → TEST → LEARN → IMPROVE ↺
The goal isn't a better plan.
It's a more capable organization.
Main Think Build Experience About
©2026 // mikehuk.com
// 02 BUILD
Building capability, not paperwork.
The goal is simple:Develop a practical approach to operational resilience that puts capability at the centre.
THE CAPABILITY FRAMEWORK
// 01RESOURCESWhat you have⌲ The personnel, systems, technology, information, facilities, equipment and other resources required to sustain essential work.
// 02PROCESSES & PROCEDURESWhat to do⌲ The plans, processes, procedures, strategies, and activities that allow critical work to continue.
// 03COMPETENCIES & SKILLSHow to do it under pressure⌲ The knowledge, skills, experience and decision-making capability required when conditions change.
RESOURCES + PROCESSES + COMPETENCIES
= CAPABILITY
THE WORKBOOK
One place to see capability.
⌲ Each business unit maintains a practical workbook that brings the framework together.
// 01ESSENTIAL WORK REGISTERWhat must continue?
// 02CAPABILITY SCORECARDHow capable are we today?
// 03EXERCISES & DRILLSHave we tested it?
// 04IMPROVEMENT LOGWhat did we learn?
// 05ANNUAL REPORT CARDAre we getting better?
THE SCORECARD
If you can't see capability, you can't improve it.
The Capability Scorecard uses simple calculations to provide a practical view of readiness across resources, processes and competencies.
RESOURCES
█ █ █ █ █ █ █ █ ░ ░8 / 10PROCESSES
█ █ █ █ █ █ █ ░ ░ ░7 / 10COMPETENCIES
█ █ █ ░ ░ ░ ░ ░ ░ ░3 / 10
Overall capability is limited by the weakest link.
*Illustrative Example
Exercises & Drills
Test the capability.
Not just the conversation.
⌲ Tabletop exercises have value. But discussion alone can create a false sense of readiness.⌲ Where possible, exercises and drills should move into real-world validation.
An exercise shouldn't simply produce an after-action report.Instead:
⌲ Can the alternate process actually work?⌲ Can the technology be accessed?⌲ Can people perform the task?⌲ Can the organization maintain the service?
It should produce better capabilities and build confidence in our people.
PLANS
Plans matter. They provide structure, preserve knowledge and enable action.They should enable capability, not become the measure of it.
The future of continuity is capability.
The industry may be complex.
Preparedness doesn't have to be.
Build it. Test it. Improve it.
Main Think Build Experience About
©2026 // mikehuk.com
// 03 EXPERIENCE
Frontline to enterprise.
I've worked from both sides of crisis and disruption -- from responding to it firsthand to building the systems and programs that organizations rely on to withstand it.
PROFESSIONAL JOURNEY
2009—2015CITY OF TORONTOPrimary Care Paramedic⌲ Frontline emergency response.
⌲ Decision-making under pressure.
⌲ Real-world consequences.
↓
2015—2019CITY OF TORONTOSuperintendent — Operations & Operational Planning⌲ Operational leadership.
⌲ People. Resources. Critical services.
⌲ Turning plans into action.
↓
2019—2022REGION OF DURHAMEmergency Management Coordinator⌲ Enterprise emergency preparedness.
⌲ Building organizational readiness and response capability.
↓
2022—2025REGION OF DURHAMBusiness Continuity Program Manager⌲ Enterprise-wide business continuity and organizational resilience.
⌲ Connecting risk, people, processes and critical services.
⌲ Building the capability to withstand disruption, respond effectively and recover.
↓
2025—PRESENTONTARIO POWER GENERATIONSenior Manager — Emergency Management & Business Continuity⌲ Leading the modernization of business continuity and operational resilience across a complex nuclear and critical infrastructure organization.⌲ Building measurable capability inside one of Canada’s most complex operating environments — so essential services continue to perform when disruption occurs.
Formal Credentials
EDUCATION⌲ M.A. Disaster & Emergency Management
York University⌲ B.A. Kinesiology & Exercise Science
York University⌲ Diploma, Paramedicine
Centennial CollegePROFESSIONAL⌲ Canadian Risk Management Designation (CRM)⌲ Associate Business Continuity Professional (ABCP)⌲ Incident Management System 300⌲ Emergency Management / IMS Instructor
I've seen what disruption looks like when there is no time to follow a script. That experience continues to shape how I approach resilience, preparedness and organizational capability.
Main Think Build Experience About
©2026 // mikehuk.com
// 04 ABOUT
Why I think this way.I started on the front lines as a Primary Care Paramedic with the City of Toronto.That experience shaped how I think about resilience: when something goes wrong there is no time to admire the plan.People need to understand what matters, make decisions, and act.
Today I serve as Senior Manager, Emergency Management & Business Continuity at Ontario Power Generation, applying a capability-centred approach inside one of the most complex operating environments in the country.
Beyond the work.
I'm interested in the intersection of emergency management, business continuity, risk, leadership and the practical realities of how organizations operate.I'm particularly interested in how traditional approaches to preparedness can evolve to help organizations adapt to a changing world.
My approach draws from traditional business continuity while incorporating principles of Adaptive BCP -- an alternative way of thinking about preparedness and resilience.
WWW.ADAPTIVEBCP.ORG
CONTACT
Let's talk about resilience.
Main Think Build Experience About
©2026 // mikehuk.com